Viva Translations Essay Example for Free

Viva Translations Essay For example, Translators without Borders is listed as Ð ° partner, together with Viva Translations in Lisbon and Eulogia (currently Ð ° dead link), on the Eurotexte site. Similarly, the Translators without Borders site features Ð ° link to Eurotexte on the main page and, after outlining the groups services to several humanitarian organizations, informs us that many Eurotexte translators and staff volunteer their time for these important translation jobs so that translations can be provided free to humanitarian NGOs. The narrative of Translators without Borders is also structurally incoherent in another respect, as Ð ° consequence of its dependence on and overlap with the Eurotexte narrative. Translators without Borders, listed under the rubric â€Å"Success Stories† on the Eurotexte site, espouse humanitarian and political ideals that are arguably at odds with Eurotexte practices. Lori Thicke, managing director of Eurotexte and founder of Translators Without Borders, addresses these ideals in an undated speech to the Italian Federation of Translation Companies, which she begins with Ð ° powerful reminder of the atrocities committed in Chechnya, Palestine, and Kosovo. Ð  man in Chechnya says, Ð  ground-to-ground missile killed my two sons in the market in Grozny. They werent fighters-they were just there to buy some jeans. The Palestinian girl who at first is too afraid to talk to the visitors, whispers, І dont think were going to come out of this alive. on Ð ° forced March to the border Ð ° mother in Kosovo cries as the soldier takes aim, Not him, hes not even 15! Thicke goes on to ask, If theres no money for translations, who will tell their stories? This is Ð ° valid question and an admirable call for intervention. Yet at the same time the Eurotexte site proudly lists among its top clients numerous companies that are directly or indirectly implicated in the very atrocities that communities like Translators without Borders are meant to be bringing to our attention. These include General Electric, the subject of an intense boycott campaign by various peace groups between 1986 and 1993 because of its involvement in the production and sale of nuclear weapons. As Ð ° major U. S. defense contractor, it is now back on the boycott lists of several anti-war groups. Similar criticisms could be leveled at other clients that Eurotexte proudly lists on its site, including Loreal, as well as its subsidiary Lancome. Apart from its dismal record on animal testing, Loreal established Israel as its commercial center in the Middle East in 1995 and in 1998 received Israels Jubilee Award, for organizations who have done most to strengthen the Israeli economy. Loreal is on the boycott lists of various solidarity groups set up precisely to respond to the kind of fear and oppression opposed by the humanitarian organizations that are served by Translators without Borders. At best, then, Eurotexte/ Translators Without Borders may be accused of taking only Ð ° superficial interest in the plight of the groups it presumes to defend and of failing to look into the wider context of the tragedies it purports to oppose. At worst Eurotexte knowingly and cynically exploits both oppressor and oppressed to further its own commercial success. In Fishers framework, fidelity ultimately ranks higher than coherence. Structural incoherence of the type outlined above in the narrative of Translators Without Borders can in principle be explained and even justified from the perspective of narrative fidelity. Narrative fidelity, as І explained earlier, allows us to test Ð ° story in relation to its reasons as well as the values it promotes In terms of reasons, one could argue that Eurotexte has not misrepresented its links with Translators without Borders and has not sought to mislead by omitting facts about how the two organizations relate to each other. Eurotexte can only gain by its links with Translators without Borders; thus, the reasons for its particular narrative being what it is is logical and justified. For Eurotexte, doing good comes at Ð ° price; the ability to use Translators Without Borders as Ð ° selling point at the same time as keeping its own operation focused on making money ensures that translators without borders can continue to enjoy Ð ° stable platform at the same time that Eurotexte can continue its associations with clients like General Electric and Loreal. In her speech cited above, Thicke explicitly maintains this duality, stating, I’m sure І dont have to convince you of the importance of humanitarian work. If you didnt believe in it, you wouldnt be here today. But were in business. We all need to make money. Good works are often Ð ° luxury we cant afford. or can us? The great news І have for you today is that good works not only help the world: they can also be good for business. Much as І believe in good works, I’m Ð ° businesswoman, through and through Apart from indirectly securing Ð ° financial basis for its activities by promoting its sponsor as Ð ° responsible agency, however, it is not obvious how the aims of Translators Without Borders are served by being commoditized to enhance the image of Eurotexte. It is this element of the commoditization of the humanitarian work of the group that undermines the narrative of Translators without Borders, particularly in light of Fishers fidelity principles. Here, we ask what kind of worldview is promoted by the narrative under examination and what cultural values it directly or indirectly gives credence to.

Business Potential of Data Solutions

Business Potential of Data Solutions 1. AUTHORISATION The project â€Å"Business potential of data solutions in the Kolkata SME market† has been done during my Summer Internship Program at Vodafone India during February to May of 2011, as a partial fulfillment of the requirement of PGPM program of IBS Kolkata. 2. ACKNOWLEDGEMENT The Summer Internship Program at Vodafone India was a great learning experience for me. The project was quite interesting as the telecom industry is a highly evolving industry in India with intense competition and lots of changes happening. The project would not have been a smooth run for me without the help of lots of people. I would like to mention Mr. Saugat Kumars (company guide) help at Vodafone with respect to practical exposure to the telecom industry. He had given me thorough insight into the dynamics of the telecom industry and also facilitated practical exposure through variety of activities. I would also like to acknowledge Mr. Siddhartha Kars (marketing manager) guidance regarding project formulation, questionnaire designing and chalking out a plan towards effective execution of the project. Also, there were a lot of other people at Vodafone, who helped me to understand this industry and work through my project. In the academic front, I would like to mention the support of my faculty guide Prof. Bhaskar Basu and my SIP coordinator Dr. Subir Sen. They have given me constant guidance throughout my project regarding academics and SIP formalities. Most importantly, I am grateful to my family who had been always supportive and encouraging in all my endeavors. 3. TABLE OF CONTENTS 4. EXECUTIVE SUMMARY As part of my Summer Internship Program of IBS Kolkata, I got an opportunity to do an assignment at Vodafone India. The project was â€Å"Business potential of data solutions in the Kolkata SME market†. Vodafone is one of the premier telecom companies globally and getting an opportunity to work there helped me gain a lot of exposure in the corporate world. The Telecom is a high volume industry in India with lot of competition. The Telecom industry in India is divided into 23 circles and around 14 telecom service providers are presently operating in these circles. The most prominent among the service providers are Vodafone, Airtel, Reliance Communication, Tata Teleservices, BSNL, MTNL, Idea Cellular, Aircel, Uninor etc. The telecom products and services can be broadly classified into voice and data. The data solutions primarily include data cards, Blackberry services, mobile internet, internet leased line and wireline broadband. Vodafones business operations are broadly classified into business and consumer divisions. My project was in the business division and was focused into the SME market of Kolkata. For Vodafone, a SME company is typically a company with annual turnover ranging from 10 to 250 crore rupees. The SME market of Kolkata is highly diversified with companies ranging from various industries, which include manufacturing, en gineering, IT/ ITES, healthcare, education, hospitality, financial services, travel tourism, logistics, real estate, trading (whole sellers/ retailers), pharmaceuticals, etc. In the initial phase of my summer internship at Vodafone, I was required to do secondary research about the telecom industry (both national and global). From the secondary research, I learnt a great deal about the major telecom companies, telecom products services, evolution of telecom technologies and the key operational issues of the telecom industry. Next I was given exposure to field operations through tele-marketing, visiting SME clients, traveling with the sales team, visiting distributors of the company and market mapping. The field exposure helped me to get a feel of the market at the basic level. This exposure later proved to be hugely beneficial when I started doing market survey. The methodology of the project was to do a market research on a sample (consisting of SME companies in the Kolkata area). For time constraints, the sample size was kept at 65. Questionnaire was designed and market survey was conducted. Analysis was done on the data collected, ranging from SME company profiles, market size of the sample with respect to different products, client perception regarding various attributes of telecom service providers, competition among service providers and future SME market implications. From the initial analysis it was found that the SME clients are highly demanding with respect to value they are getting and the price of the products. They were highly aware of their businesss end to end operations and knew very well what kind of products would add value to their business operations. Regarding data solutions, wireless data has huge potential in the coming years. The whole project helped me to learn a lot about the telecom industry and also get exposure to the sales marketing operations of a MNC company like Vodafone. 5. INTRODUCTION The Telecom Industry has evolved a great deal over the past two decades. Advancement in communication and information technology has changed the industry structure dramatically. Earlier our communication needs were restricted to landline phones. But now almost everybody has a mobile phone connection. Mobile phones have changed our lives immensely. It has given us the power of communication anytime anywhere. At present the industry is going through tremendous transformation with the convergence of telecommunication, information technology and computer technology and thus making vast resources of information available in the palm of our hands. Wireless internet is the latest trend in the industry with the advent of 3G technology and in the long term there should be information boom, with gradual advancement towards LTE (long term evolution) and 4G. Wireless internet boom has already been experienced outside India mainly in North American, European and South East Asian markets. It has e ntered India quite late with roll out of 3G and is expected to create huge impact in our social and professional lives. This project is only concerned with the business potential of data solutions. Before going deep into the project let me give a brief idea about the telecommunication industry, telecommunication technologies, major telecom players and various products services. 5.1. TELECOM INDUSTRY: MARKET SCENARIO 5.1.1. GLOBAL SCENARI By the end of 2010, there was an approximately 5.3 billion mobile cellular subscriptions worldwide, including 940 million subscriptions to 3G services. Access to mobile networks is now available to 90% of the world population and 80% of the population living in rural areas. People are moving rapidly from 2G to 3G platforms, in both developed and developing countries. In 2010, 143 countries were offering 3G services commercially, compared to 95 in 2007. Towards 4G: a number of countries have started to offer services at even higher broadband speeds, moving to next generation wireless platforms they include Sweden, Norway, Ukraine and the United States. Mobile cellular growth is slowing worldwide. In developed countries, the mobile market is reaching saturation levels with on average 116 subscriptions per 100 inhabitants at the end of 2010 and a marginal growth of 1.6% from 2009-2010. At the same time, the developing world is increasing its share of mobile subscriptions from 53% of total mobile subscriptions at the end of 2005 to 73% at the end of 2010. In the developing world, mobile cellular penetration rates was expected to reach 68% at the end of 2010 mainly driven by the Asia and Pacific region. India and China alone were expected to add over 300 million mobile subscriptions in 2010. In the African region, penetration rates would reach an estimated 41% at the end of 2010 (compared to 76% globally) leaving a significant potential for growth. The number of Internet users has doubled between 2005 and 2010. In 2010, the number of Internet users would surpass the two billion mark, of which 1.2 billion would be in developing countries. A number of countries, including Estonia, Finland and Spain have declared access to the Internet as a legal right for citizens. With more than 420 million Internet users, China is the largest Internet market in the world. While 71% of the population in developed countries are online, only 21% of the population in developing countries are online. By the end of 2010, Internet user penetration in Africa would reach 9.6%, far behind both the world average (30%) and the developing country average (21%). While in developing countries 72.4% of households have a TV, only 22.5% have a computer and only 15.8% have Internet access (compared to 98%, 71% and 65.6% respectively in developed countries). At the end of 2010, half a billion households worldwide (or 29.5%) would have access to the Internet. In some countries, including the Republic of Korea, Netherlands and Sweden, more than 80% of households have Internet access, almost all of them through a broadband connection. The number of people having access to the Internet at home has increased from 1.4 billion in 2009 to almost 1.6 billion in 2010. There has been strong growth in fixed (wired) broadband subscriptions, in both developed and developing countries. At the end of 2010, fixed (wired) broadband subscriptions would reach an estimated 555 million globally (or 8% penetration), up from 471 million (or 6.9% penetration) a year earlier. Despite these promising trends, penetration levels in developing countries remain low: 4.4 subscriptions per 100 people compared to 24.6 in developed countries. The developing worlds share of fixed (wired) broadband subscriptions is growing steadily. By the end of 2010, the developing world would account for an estimated 45% of global subscriptions (up from 42% five years earlier). Africa still lags behind when it comes to fixed (wired) broadband. Although subscriptions are increasing, a penetration rate of less than 1% illustrates the challenges that persist in increasing access to high-speed, high-capacity internet access in the region. With the rapidly increasing high-bandwidth content and applications on the Internet, there is a growing demand for higher-speed connections. For example, at the minimum broadband speed of 256 kbps, downloading a high-quality movie takes almost 1 ½ days compared to 5 minutes at a connection speed of 100 Mbps. With increase in GDP per capita, the propensity to consume increases and thus increases the availability of various services. In the above figure, GDP per capita and the penetration level of broadband services are mapped against each other. Countries like USA, Switzerland, France, Italy, Spain, Belgium and Canada have high per capita GDP and the broadband penetration is also high in these countries. South Korea has comparatively low per capita GDP but very high broadband penetration. On the other hand, UAE and Saudi Arabia have comparatively high per capita GDP, but their broadband penetration is low. Brazil, Russia and China have comparatively low per capita GDP and their broadband penetration is also low. India is nowhere in the picture in terms of broadband penetration. Data business is seeing a steady growth across global markets. In 2010, data revenue generated per subscriber is highest in US Canada followed by Western Europe, Asia Pacific and Eastern Europe. According to Vodafone, the future of telecom business lies in the mobile data category with majority of the revenue share being generated from there. In 2014, an estimated $337bn revenue will be generated from mobile data business, almost $138bn increase from 2010. India and China are the two emerging economies with substantial number of mobile customers and still having average mobile penetration level at 45% and 54% respectively, thus making them highly lucrative markets for mobile phone service providers. With a high GDP growth, market customers growth and potential for SIM penetration, India is a high value market. Figure: Market Share of Telecom Service Providers Globally (by number of subscribers) (www.knowledgebase-script.com) Globally, China Mobile is in the first position (522m subscribers), followed by Vodafone (333m), Telefonica (202m), America Movil (201m) and Telenor (172m). Two Indian companies Bharti Airtel (125m) and Reliance Communication (100m) are in the top 15 list. 5.1.2. INDIAN SCENARIO The number of telephone subscribers in India increased from 671.69 million in Jun-10 to 723.28 million at the end of Sep-10, registering a sequential growth of 7.68% over the previous quarter as against 8.11% during the QE Jun-10. This reflects year-on-year (Y-O-Y) growth of 42.09% over the same quarter of last year. The overall tele-density in India has reached 60.99 as on 30th September 2010. Subscription in Urban Areas grew from 452.59 million in Jun-10 to 487.07 million at the end of Sep-10, taking the Urban Tele-density from 128.20 to 137.25. Rural subscription increased from 219.09 million to 236.21 million, and the Rural Tele-density increased from 26.43 to 28.42. The share of Rural subscribers has increased slightly to 32.66% in total subscription from 32.62% in Jun-10. About 66.83% of the total net additions have been in Urban areas as compared to 63.47% in the previous quarter. Rural subscription recorded a decline in rate of growth during the quarter, from 9.18% in Jun-10 to 7.81% in Sep-10. Rate of growth for Urban subscription increased marginally from 7.61% in QE Jun-10 to 7.62% in QE Sep-10. With 52.21 million net additions during the quarter, total wireless (GSM + CDMA) subscriber base registered a growth of 8.21% over the previous quarter and increased from 635.51 million at the end of Jun-10 to 687.71 million at the end of Sep-10. The year-on-year (Y-O-Y) growth over the same quarter of last year is 45.79%. Wireless Tele-density reached 57.99. Wireline subscriber base further declined from 36.18 million at the end of Jun-10 to 35.57 million at the end of Sep-10, bringing down the wireline Tele-density from 3.06 in Jun-10 to 3.00 end of Sep-10. Internet subscribers increased from 16.72 million at the end of Jun-10 to 17.90 million at the end of Sep-10, registering a quarterly growth rate of 7.02%. Top 10 ISPs together hold 95% of the total Internet subscriber base. Number of Broadband subscribers increased from 9.47 million at the end of Jun-10 to 10.30 million at the end of Sep-10, registering a quarterly growth of 8.79% and Y-O-Y growth of 42.93%. The growth in the number of Broadband subscribers during the quarter and also on Y-O-Y basis is more or less similar to the growth in the overall telephone subscriber base. Share of Broadband subscription in total Internet subscription increased from 56.7% in Jun-10 to 57.6% in Sep-10. 86.89% of the Broadband subscribers are using Digital Subscriber Line (DSL) technology. Average Revenue Per User (ARPU) for GSM-Full Mobility service declined by 10.16%, from Rs.122 in QE Jun-10 to Rs.110 in QE Sep- 10, with Y-O-Y decrease of 33.1%. ARPU for CDMA full mobility service declined by 1.34%, from Rs.74 in QE Jun-10 to Rs.73 in QE Sep-10. ARPU for CDMA has declined by 17.5% on Y-O-Y basis. GSM subscription continues to grow at a faster rate. At the end of Sep-10, GSM subscribers constituted 84.12% of the wireless market. The GSM subscribers were 578.49 million at the quarter ending Sep-10 as against 527.62 million at the end of the previous quarter, showing a growth of 9.64%. Bharti with 143.29 million subscribers continues to be the largest GSM mobile operator, followed by Vodafone (115.55 million). The CDMA subscriber base increased to 109.22 million during the quarter ending Sep-10 from 107.88 million at the end of previous quarter, thereby showing a growth rate of 1.23%. Reliance with 55.29 million subscribers continues to be the largest CDMA mobile operator. However, in terms of net additions during the quarter, Sistema added the highest number of subscribers (1.54 million), followed by Tata (1.20 million), rest of the service providers recorded decline in subscribers. Figure: Market Share of Telecom Service Providers (GSM) in India (by number of subscribers in million, 2010) (www.trai.gov.in) 5.2. INDIAN TELECOM INDUSTRY 5.2.1. INDIAN TELECOM INDUSTRY FRAMEWORK TRAI The Telecom Regulatory Authority of India (TRAI) is the independent regulator established in 1997 by the Government of India to regulate the telecommunications business in India. DoT The Telecom Commission and the Department of Telecommunications are responsiblefor policy formulation, licensing, wireless spectrum management, administrative monitoring of PSUs, research and development and standardization/validation of equipment etc. WPC The Wireless Planning and Co-ordination (WPC) Wing of the Ministry of Communications, created in 1952, is the National Radio Regulatory Authority responsible for Frequency Spectrum Management, including licensing and caters for the needs of all wireless users (Government and Private) in the country. It exercises the statutory functions of the Central Government and issues licenses to establish, maintain and operate wireless stations. WPC is divided into major sections like Licensing and Regulation (LR), New Technology Group (NTG) and Standing Advisory Committee on Radio Frequency Allocation (SACFA). SACFA makes the recommendations on major frequency allocation issues, formulation of the frequency allocation plan, making recommendations on the various issues related to International Telecom Union (ITU), to sort out problems referred to the committee by various wireless users, etc. TDSAT TDSAT (Telecom Disputes Settlement Appellate Tribunal) was set up in May 2000 by the government of India. The TDSAT was set up so that it can adjudicate over disputes that arise in the telecommunication sector. TDSAT was established with the view to protect the interest of the consumers and service providers of the telecommunication sector and also to encourage and ensure the growth of the telecommunication sector. The various functions of TDSAT (Telecom Disputes Settlement Appellate Tribunal) are that it can adjudicate any disputes that arise between a group of consumers and service providers, a licensee and a licensor, and also between two or more than the service providers. 5.2.2. INDIAN TELECOM CIRCLES The Indian telecom sector is divided into 23 circles which are as follows: Business Potential of Data Solutions in the Kolkata SME MarketPage 1 Soumya Santa Dwari 10BSP0611 PGPM 2010 12, IBS Kolkata Andhra Pradesh Assam Bihar and Jharkhand Chennai Delhi NCR Gujarat Haryana Himachal Pradesh Jammu Kashmir Karnataka Kerala Kolkata Madhya Pradesh Chhattisgarh Maharashtra and Goa (except Mumbai) Mumbai North East Orissa Punjab Rajasthan Tamil Nadu (except Chennai) UP(E) UP(W) West Bengal (except Kolkata) Business Potential of Data Solutions in the Kolkata SME MarketPage 1 Soumya Santa Dwari 10BSP0611 PGPM 2010 12, IBS Kolkata (www.vodafone.in) 6. VODAFONE Vodafone Group plc is a global telecommunications company headquartered in London, United Kingdom. It is the worlds largest mobile telecommunications company measured by revenues and the worlds second-largest measured by subscribers (behind China Mobile), with around 341 million proportionate subscribers as of November 2010. It operates networks in over 30 countries and has partner networks in over 40 additional countries. It owns 45% of Verizon Wireless, the second largest mobile telecommunications company in the United States measured by subscribers. The name Vodafone comes from voice data fone, chosen by the company to reflect the provision of voice and data services over mobile phones. Its primary listing is on the London Stock Exchange and it is a constituent of the FTSE 100 Index. It had a market capitalization of approximately  £92 billion as of November 2010, making it the third largest company on the London Stock Exchange. It has a secondary listing on NASDAQ. Vodafones operations are categorized in two divisions: Consumer This division caters to the B2C market and primarily operates like a FMCG company. Business This division caters to the B2B market and operates more like a corporate services company. Vodafone Indias ‘Business division is operational in 9 circles. Vodafones Business division operates through marketing sales team and service team. The marketing sales team again operates through KAM (key account manager) They give direct and highly customized service to the corporates and government and are meant for organizations having annual turnover greater than rupees 100 crores. Channel Partner CP is responsible for giving service to small organizations having annual turnover less than rupees 100 crores. 7. VODAFONE: SWOT ANALYSIS 8. DESCRIPTION OF THE PROJECT IN BRIEF We have to explore the SME market of Kolkata region and identify client needs in terms of data solutions. We also need to compare Vodafone with its competitors in terms of product offerings in the areas of business data solutions for the SME segment. Finally, we need to evaluate the business potential of the Kolkata SME segment in terms of data solutions for Vodafone, both at present and in the near future. 9. OBJECTIVE OF THE PROJECT To find understand the requirement of data solutions in Kolkata SME base (business sector specific data solution requirements). To estimate the market size of data solutions in the Kolkata SME base. To compare the data solutions of Vodafone with its competitors. To forecast future product/ service requirements in Kolkata SME base. 10. KOLAKATA SME MARKET The Kolkata region is largely composed of SME companies rather than large MNCs. For Vodafone, a SME would typically be a company, whose annual turnover is in the range of rupees 10 to 250 crores. Vodafone (Kolkata circle) has divided Kolkata region into 6 zones CBD 1 (central business district), CBD 2, North, South, Howrah and Hoogly. The main concentration of SME business in Kolkata is in the central business district area comprising of Dalhousie, BBD Bag, Esplanade, Central Avenue, Burrabazaar, AJC Bose Road, Chowringhee, Park Street, Park Circus, Camac Street, Shakespeare Sarani, Sarat Bose Road, Minto Park, etc. A lot of SME companies in Kolkata will also fall in the IT/ ITES category, which are mainly concentrated at Sector V, Salt Lake and Rajarhat New Town. Typical features of a SME would be: Small workforce Unorganized Will look for more value for money Less buying power compared to corporates Key decision maker would be one or two individuals for all operations 11. VODAFONE: PRODUCTS SERVICES The various products and services of Vodafone that we are dealing with are as follows: Wireless Data Solutions (2G/ 3G)  § Data Cards/ USB Dongles  § Blackberry Plans  § Vodafone Mobile Connect Fixed Line  § Voice  § Data Machine to Machine Solutions  § Telemetry Solutions  § Vehicle Tracking/ People Tracking/ Asset Tracking Solutions  § Security Solutions Bulk SMS Toll Free Numbers Audio/ Video Conferencing VPN (virtual private network) GVN (global virtual number)/ Interactive SMS 3G specialized products  § Office in a Box (1 3G simcard, 1 fixed line slot, 4 slots LAN + Wi-fi)  § Wi-mi (1 3G simcard, 5 Wi-fi connections) 12. SUMMARY OF THE WORK DONE Initially, we did secondary research on global Indian telecom market, evolution of telecom technologies, SME market, latest trends in the telecom industry (3G, 4G, Machine to Machine solutions, LTE) and various telecom products services. Next, we were given field exposure in terms of tele-marketing, traveling with FOS (Fleet on Street) team, visiting SME clients, visiting company channel partners and market mapping. Next, we designed questionnaire keeping in mind the project objectives. Finally, we conducted market survey. The learning that we achieved by doing the above tasks are of tremendous value for the execution of our project. It not only gave us an insight into how we were going to approach the project but also an invaluable ground level market exposure. From the field exposure we got a clear picture about the micro level sales operations of the telecom business, the Kolkata SME market overview and most importantly the soft skills of client handling. The learning outcomes of the activities undergone are briefly described below. Activity Learning Outcomes Secondary Research Got an overview of the telecom sector (global national) Became aware of the major telecom companies Came to know about the various telecom products services Learnt about the evolution of telecom technologies Also learnt about the latest trends in the telecom industry Got an idea of the SME sector business structure Tele Marketing Learnt the art of sales pitch Learnt about telephone etiquette Got an idea of how to communicate to a business client Learnt about how to influence a potential customer and close a deal Traveling with FOS Got an idea about the basic level sales and client handling operations of a telecom company Got practical experience of face to face business negotiations Learnt about how to keep business relationship with clients Channel Partner visits Learnt about the sales distribution of a telecom company in the B2B sector Got an idea of the operations of a channel partner Learnt about how company and channel partner operations are integrated SME client visits Got a feel of the Kolkata SME companies Became aware of the client expectations from a telecom service provider Got an idea of the clients perception of Vodafone and its products services Learnt about how to professionally handle clients and responsibly execute tasks Market Mapping Exploration of the Kolkata business areas and identification of prospective clients Business Potential of Data Solutions Business Potential of Data Solutions 1. AUTHORISATION The project â€Å"Business potential of data solutions in the Kolkata SME market† has been done during my Summer Internship Program at Vodafone India during February to May of 2011, as a partial fulfillment of the requirement of PGPM program of IBS Kolkata. 2. ACKNOWLEDGEMENT The Summer Internship Program at Vodafone India was a great learning experience for me. The project was quite interesting as the telecom industry is a highly evolving industry in India with intense competition and lots of changes happening. The project would not have been a smooth run for me without the help of lots of people. I would like to mention Mr. Saugat Kumars (company guide) help at Vodafone with respect to practical exposure to the telecom industry. He had given me thorough insight into the dynamics of the telecom industry and also facilitated practical exposure through variety of activities. I would also like to acknowledge Mr. Siddhartha Kars (marketing manager) guidance regarding project formulation, questionnaire designing and chalking out a plan towards effective execution of the project. Also, there were a lot of other people at Vodafone, who helped me to understand this industry and work through my project. In the academic front, I would like to mention the support of my faculty guide Prof. Bhaskar Basu and my SIP coordinator Dr. Subir Sen. They have given me constant guidance throughout my project regarding academics and SIP formalities. Most importantly, I am grateful to my family who had been always supportive and encouraging in all my endeavors. 3. TABLE OF CONTENTS 4. EXECUTIVE SUMMARY As part of my Summer Internship Program of IBS Kolkata, I got an opportunity to do an assignment at Vodafone India. The project was â€Å"Business potential of data solutions in the Kolkata SME market†. Vodafone is one of the premier telecom companies globally and getting an opportunity to work there helped me gain a lot of exposure in the corporate world. The Telecom is a high volume industry in India with lot of competition. The Telecom industry in India is divided into 23 circles and around 14 telecom service providers are presently operating in these circles. The most prominent among the service providers are Vodafone, Airtel, Reliance Communication, Tata Teleservices, BSNL, MTNL, Idea Cellular, Aircel, Uninor etc. The telecom products and services can be broadly classified into voice and data. The data solutions primarily include data cards, Blackberry services, mobile internet, internet leased line and wireline broadband. Vodafones business operations are broadly classified into business and consumer divisions. My project was in the business division and was focused into the SME market of Kolkata. For Vodafone, a SME company is typically a company with annual turnover ranging from 10 to 250 crore rupees. The SME market of Kolkata is highly diversified with companies ranging from various industries, which include manufacturing, en gineering, IT/ ITES, healthcare, education, hospitality, financial services, travel tourism, logistics, real estate, trading (whole sellers/ retailers), pharmaceuticals, etc. In the initial phase of my summer internship at Vodafone, I was required to do secondary research about the telecom industry (both national and global). From the secondary research, I learnt a great deal about the major telecom companies, telecom products services, evolution of telecom technologies and the key operational issues of the telecom industry. Next I was given exposure to field operations through tele-marketing, visiting SME clients, traveling with the sales team, visiting distributors of the company and market mapping. The field exposure helped me to get a feel of the market at the basic level. This exposure later proved to be hugely beneficial when I started doing market survey. The methodology of the project was to do a market research on a sample (consisting of SME companies in the Kolkata area). For time constraints, the sample size was kept at 65. Questionnaire was designed and market survey was conducted. Analysis was done on the data collected, ranging from SME company profiles, market size of the sample with respect to different products, client perception regarding various attributes of telecom service providers, competition among service providers and future SME market implications. From the initial analysis it was found that the SME clients are highly demanding with respect to value they are getting and the price of the products. They were highly aware of their businesss end to end operations and knew very well what kind of products would add value to their business operations. Regarding data solutions, wireless data has huge potential in the coming years. The whole project helped me to learn a lot about the telecom industry and also get exposure to the sales marketing operations of a MNC company like Vodafone. 5. INTRODUCTION The Telecom Industry has evolved a great deal over the past two decades. Advancement in communication and information technology has changed the industry structure dramatically. Earlier our communication needs were restricted to landline phones. But now almost everybody has a mobile phone connection. Mobile phones have changed our lives immensely. It has given us the power of communication anytime anywhere. At present the industry is going through tremendous transformation with the convergence of telecommunication, information technology and computer technology and thus making vast resources of information available in the palm of our hands. Wireless internet is the latest trend in the industry with the advent of 3G technology and in the long term there should be information boom, with gradual advancement towards LTE (long term evolution) and 4G. Wireless internet boom has already been experienced outside India mainly in North American, European and South East Asian markets. It has e ntered India quite late with roll out of 3G and is expected to create huge impact in our social and professional lives. This project is only concerned with the business potential of data solutions. Before going deep into the project let me give a brief idea about the telecommunication industry, telecommunication technologies, major telecom players and various products services. 5.1. TELECOM INDUSTRY: MARKET SCENARIO 5.1.1. GLOBAL SCENARI By the end of 2010, there was an approximately 5.3 billion mobile cellular subscriptions worldwide, including 940 million subscriptions to 3G services. Access to mobile networks is now available to 90% of the world population and 80% of the population living in rural areas. People are moving rapidly from 2G to 3G platforms, in both developed and developing countries. In 2010, 143 countries were offering 3G services commercially, compared to 95 in 2007. Towards 4G: a number of countries have started to offer services at even higher broadband speeds, moving to next generation wireless platforms they include Sweden, Norway, Ukraine and the United States. Mobile cellular growth is slowing worldwide. In developed countries, the mobile market is reaching saturation levels with on average 116 subscriptions per 100 inhabitants at the end of 2010 and a marginal growth of 1.6% from 2009-2010. At the same time, the developing world is increasing its share of mobile subscriptions from 53% of total mobile subscriptions at the end of 2005 to 73% at the end of 2010. In the developing world, mobile cellular penetration rates was expected to reach 68% at the end of 2010 mainly driven by the Asia and Pacific region. India and China alone were expected to add over 300 million mobile subscriptions in 2010. In the African region, penetration rates would reach an estimated 41% at the end of 2010 (compared to 76% globally) leaving a significant potential for growth. The number of Internet users has doubled between 2005 and 2010. In 2010, the number of Internet users would surpass the two billion mark, of which 1.2 billion would be in developing countries. A number of countries, including Estonia, Finland and Spain have declared access to the Internet as a legal right for citizens. With more than 420 million Internet users, China is the largest Internet market in the world. While 71% of the population in developed countries are online, only 21% of the population in developing countries are online. By the end of 2010, Internet user penetration in Africa would reach 9.6%, far behind both the world average (30%) and the developing country average (21%). While in developing countries 72.4% of households have a TV, only 22.5% have a computer and only 15.8% have Internet access (compared to 98%, 71% and 65.6% respectively in developed countries). At the end of 2010, half a billion households worldwide (or 29.5%) would have access to the Internet. In some countries, including the Republic of Korea, Netherlands and Sweden, more than 80% of households have Internet access, almost all of them through a broadband connection. The number of people having access to the Internet at home has increased from 1.4 billion in 2009 to almost 1.6 billion in 2010. There has been strong growth in fixed (wired) broadband subscriptions, in both developed and developing countries. At the end of 2010, fixed (wired) broadband subscriptions would reach an estimated 555 million globally (or 8% penetration), up from 471 million (or 6.9% penetration) a year earlier. Despite these promising trends, penetration levels in developing countries remain low: 4.4 subscriptions per 100 people compared to 24.6 in developed countries. The developing worlds share of fixed (wired) broadband subscriptions is growing steadily. By the end of 2010, the developing world would account for an estimated 45% of global subscriptions (up from 42% five years earlier). Africa still lags behind when it comes to fixed (wired) broadband. Although subscriptions are increasing, a penetration rate of less than 1% illustrates the challenges that persist in increasing access to high-speed, high-capacity internet access in the region. With the rapidly increasing high-bandwidth content and applications on the Internet, there is a growing demand for higher-speed connections. For example, at the minimum broadband speed of 256 kbps, downloading a high-quality movie takes almost 1 ½ days compared to 5 minutes at a connection speed of 100 Mbps. With increase in GDP per capita, the propensity to consume increases and thus increases the availability of various services. In the above figure, GDP per capita and the penetration level of broadband services are mapped against each other. Countries like USA, Switzerland, France, Italy, Spain, Belgium and Canada have high per capita GDP and the broadband penetration is also high in these countries. South Korea has comparatively low per capita GDP but very high broadband penetration. On the other hand, UAE and Saudi Arabia have comparatively high per capita GDP, but their broadband penetration is low. Brazil, Russia and China have comparatively low per capita GDP and their broadband penetration is also low. India is nowhere in the picture in terms of broadband penetration. Data business is seeing a steady growth across global markets. In 2010, data revenue generated per subscriber is highest in US Canada followed by Western Europe, Asia Pacific and Eastern Europe. According to Vodafone, the future of telecom business lies in the mobile data category with majority of the revenue share being generated from there. In 2014, an estimated $337bn revenue will be generated from mobile data business, almost $138bn increase from 2010. India and China are the two emerging economies with substantial number of mobile customers and still having average mobile penetration level at 45% and 54% respectively, thus making them highly lucrative markets for mobile phone service providers. With a high GDP growth, market customers growth and potential for SIM penetration, India is a high value market. Figure: Market Share of Telecom Service Providers Globally (by number of subscribers) (www.knowledgebase-script.com) Globally, China Mobile is in the first position (522m subscribers), followed by Vodafone (333m), Telefonica (202m), America Movil (201m) and Telenor (172m). Two Indian companies Bharti Airtel (125m) and Reliance Communication (100m) are in the top 15 list. 5.1.2. INDIAN SCENARIO The number of telephone subscribers in India increased from 671.69 million in Jun-10 to 723.28 million at the end of Sep-10, registering a sequential growth of 7.68% over the previous quarter as against 8.11% during the QE Jun-10. This reflects year-on-year (Y-O-Y) growth of 42.09% over the same quarter of last year. The overall tele-density in India has reached 60.99 as on 30th September 2010. Subscription in Urban Areas grew from 452.59 million in Jun-10 to 487.07 million at the end of Sep-10, taking the Urban Tele-density from 128.20 to 137.25. Rural subscription increased from 219.09 million to 236.21 million, and the Rural Tele-density increased from 26.43 to 28.42. The share of Rural subscribers has increased slightly to 32.66% in total subscription from 32.62% in Jun-10. About 66.83% of the total net additions have been in Urban areas as compared to 63.47% in the previous quarter. Rural subscription recorded a decline in rate of growth during the quarter, from 9.18% in Jun-10 to 7.81% in Sep-10. Rate of growth for Urban subscription increased marginally from 7.61% in QE Jun-10 to 7.62% in QE Sep-10. With 52.21 million net additions during the quarter, total wireless (GSM + CDMA) subscriber base registered a growth of 8.21% over the previous quarter and increased from 635.51 million at the end of Jun-10 to 687.71 million at the end of Sep-10. The year-on-year (Y-O-Y) growth over the same quarter of last year is 45.79%. Wireless Tele-density reached 57.99. Wireline subscriber base further declined from 36.18 million at the end of Jun-10 to 35.57 million at the end of Sep-10, bringing down the wireline Tele-density from 3.06 in Jun-10 to 3.00 end of Sep-10. Internet subscribers increased from 16.72 million at the end of Jun-10 to 17.90 million at the end of Sep-10, registering a quarterly growth rate of 7.02%. Top 10 ISPs together hold 95% of the total Internet subscriber base. Number of Broadband subscribers increased from 9.47 million at the end of Jun-10 to 10.30 million at the end of Sep-10, registering a quarterly growth of 8.79% and Y-O-Y growth of 42.93%. The growth in the number of Broadband subscribers during the quarter and also on Y-O-Y basis is more or less similar to the growth in the overall telephone subscriber base. Share of Broadband subscription in total Internet subscription increased from 56.7% in Jun-10 to 57.6% in Sep-10. 86.89% of the Broadband subscribers are using Digital Subscriber Line (DSL) technology. Average Revenue Per User (ARPU) for GSM-Full Mobility service declined by 10.16%, from Rs.122 in QE Jun-10 to Rs.110 in QE Sep- 10, with Y-O-Y decrease of 33.1%. ARPU for CDMA full mobility service declined by 1.34%, from Rs.74 in QE Jun-10 to Rs.73 in QE Sep-10. ARPU for CDMA has declined by 17.5% on Y-O-Y basis. GSM subscription continues to grow at a faster rate. At the end of Sep-10, GSM subscribers constituted 84.12% of the wireless market. The GSM subscribers were 578.49 million at the quarter ending Sep-10 as against 527.62 million at the end of the previous quarter, showing a growth of 9.64%. Bharti with 143.29 million subscribers continues to be the largest GSM mobile operator, followed by Vodafone (115.55 million). The CDMA subscriber base increased to 109.22 million during the quarter ending Sep-10 from 107.88 million at the end of previous quarter, thereby showing a growth rate of 1.23%. Reliance with 55.29 million subscribers continues to be the largest CDMA mobile operator. However, in terms of net additions during the quarter, Sistema added the highest number of subscribers (1.54 million), followed by Tata (1.20 million), rest of the service providers recorded decline in subscribers. Figure: Market Share of Telecom Service Providers (GSM) in India (by number of subscribers in million, 2010) (www.trai.gov.in) 5.2. INDIAN TELECOM INDUSTRY 5.2.1. INDIAN TELECOM INDUSTRY FRAMEWORK TRAI The Telecom Regulatory Authority of India (TRAI) is the independent regulator established in 1997 by the Government of India to regulate the telecommunications business in India. DoT The Telecom Commission and the Department of Telecommunications are responsiblefor policy formulation, licensing, wireless spectrum management, administrative monitoring of PSUs, research and development and standardization/validation of equipment etc. WPC The Wireless Planning and Co-ordination (WPC) Wing of the Ministry of Communications, created in 1952, is the National Radio Regulatory Authority responsible for Frequency Spectrum Management, including licensing and caters for the needs of all wireless users (Government and Private) in the country. It exercises the statutory functions of the Central Government and issues licenses to establish, maintain and operate wireless stations. WPC is divided into major sections like Licensing and Regulation (LR), New Technology Group (NTG) and Standing Advisory Committee on Radio Frequency Allocation (SACFA). SACFA makes the recommendations on major frequency allocation issues, formulation of the frequency allocation plan, making recommendations on the various issues related to International Telecom Union (ITU), to sort out problems referred to the committee by various wireless users, etc. TDSAT TDSAT (Telecom Disputes Settlement Appellate Tribunal) was set up in May 2000 by the government of India. The TDSAT was set up so that it can adjudicate over disputes that arise in the telecommunication sector. TDSAT was established with the view to protect the interest of the consumers and service providers of the telecommunication sector and also to encourage and ensure the growth of the telecommunication sector. The various functions of TDSAT (Telecom Disputes Settlement Appellate Tribunal) are that it can adjudicate any disputes that arise between a group of consumers and service providers, a licensee and a licensor, and also between two or more than the service providers. 5.2.2. INDIAN TELECOM CIRCLES The Indian telecom sector is divided into 23 circles which are as follows: Business Potential of Data Solutions in the Kolkata SME MarketPage 1 Soumya Santa Dwari 10BSP0611 PGPM 2010 12, IBS Kolkata Andhra Pradesh Assam Bihar and Jharkhand Chennai Delhi NCR Gujarat Haryana Himachal Pradesh Jammu Kashmir Karnataka Kerala Kolkata Madhya Pradesh Chhattisgarh Maharashtra and Goa (except Mumbai) Mumbai North East Orissa Punjab Rajasthan Tamil Nadu (except Chennai) UP(E) UP(W) West Bengal (except Kolkata) Business Potential of Data Solutions in the Kolkata SME MarketPage 1 Soumya Santa Dwari 10BSP0611 PGPM 2010 12, IBS Kolkata (www.vodafone.in) 6. VODAFONE Vodafone Group plc is a global telecommunications company headquartered in London, United Kingdom. It is the worlds largest mobile telecommunications company measured by revenues and the worlds second-largest measured by subscribers (behind China Mobile), with around 341 million proportionate subscribers as of November 2010. It operates networks in over 30 countries and has partner networks in over 40 additional countries. It owns 45% of Verizon Wireless, the second largest mobile telecommunications company in the United States measured by subscribers. The name Vodafone comes from voice data fone, chosen by the company to reflect the provision of voice and data services over mobile phones. Its primary listing is on the London Stock Exchange and it is a constituent of the FTSE 100 Index. It had a market capitalization of approximately  £92 billion as of November 2010, making it the third largest company on the London Stock Exchange. It has a secondary listing on NASDAQ. Vodafones operations are categorized in two divisions: Consumer This division caters to the B2C market and primarily operates like a FMCG company. Business This division caters to the B2B market and operates more like a corporate services company. Vodafone Indias ‘Business division is operational in 9 circles. Vodafones Business division operates through marketing sales team and service team. The marketing sales team again operates through KAM (key account manager) They give direct and highly customized service to the corporates and government and are meant for organizations having annual turnover greater than rupees 100 crores. Channel Partner CP is responsible for giving service to small organizations having annual turnover less than rupees 100 crores. 7. VODAFONE: SWOT ANALYSIS 8. DESCRIPTION OF THE PROJECT IN BRIEF We have to explore the SME market of Kolkata region and identify client needs in terms of data solutions. We also need to compare Vodafone with its competitors in terms of product offerings in the areas of business data solutions for the SME segment. Finally, we need to evaluate the business potential of the Kolkata SME segment in terms of data solutions for Vodafone, both at present and in the near future. 9. OBJECTIVE OF THE PROJECT To find understand the requirement of data solutions in Kolkata SME base (business sector specific data solution requirements). To estimate the market size of data solutions in the Kolkata SME base. To compare the data solutions of Vodafone with its competitors. To forecast future product/ service requirements in Kolkata SME base. 10. KOLAKATA SME MARKET The Kolkata region is largely composed of SME companies rather than large MNCs. For Vodafone, a SME would typically be a company, whose annual turnover is in the range of rupees 10 to 250 crores. Vodafone (Kolkata circle) has divided Kolkata region into 6 zones CBD 1 (central business district), CBD 2, North, South, Howrah and Hoogly. The main concentration of SME business in Kolkata is in the central business district area comprising of Dalhousie, BBD Bag, Esplanade, Central Avenue, Burrabazaar, AJC Bose Road, Chowringhee, Park Street, Park Circus, Camac Street, Shakespeare Sarani, Sarat Bose Road, Minto Park, etc. A lot of SME companies in Kolkata will also fall in the IT/ ITES category, which are mainly concentrated at Sector V, Salt Lake and Rajarhat New Town. Typical features of a SME would be: Small workforce Unorganized Will look for more value for money Less buying power compared to corporates Key decision maker would be one or two individuals for all operations 11. VODAFONE: PRODUCTS SERVICES The various products and services of Vodafone that we are dealing with are as follows: Wireless Data Solutions (2G/ 3G)  § Data Cards/ USB Dongles  § Blackberry Plans  § Vodafone Mobile Connect Fixed Line  § Voice  § Data Machine to Machine Solutions  § Telemetry Solutions  § Vehicle Tracking/ People Tracking/ Asset Tracking Solutions  § Security Solutions Bulk SMS Toll Free Numbers Audio/ Video Conferencing VPN (virtual private network) GVN (global virtual number)/ Interactive SMS 3G specialized products  § Office in a Box (1 3G simcard, 1 fixed line slot, 4 slots LAN + Wi-fi)  § Wi-mi (1 3G simcard, 5 Wi-fi connections) 12. SUMMARY OF THE WORK DONE Initially, we did secondary research on global Indian telecom market, evolution of telecom technologies, SME market, latest trends in the telecom industry (3G, 4G, Machine to Machine solutions, LTE) and various telecom products services. Next, we were given field exposure in terms of tele-marketing, traveling with FOS (Fleet on Street) team, visiting SME clients, visiting company channel partners and market mapping. Next, we designed questionnaire keeping in mind the project objectives. Finally, we conducted market survey. The learning that we achieved by doing the above tasks are of tremendous value for the execution of our project. It not only gave us an insight into how we were going to approach the project but also an invaluable ground level market exposure. From the field exposure we got a clear picture about the micro level sales operations of the telecom business, the Kolkata SME market overview and most importantly the soft skills of client handling. The learning outcomes of the activities undergone are briefly described below. Activity Learning Outcomes Secondary Research Got an overview of the telecom sector (global national) Became aware of the major telecom companies Came to know about the various telecom products services Learnt about the evolution of telecom technologies Also learnt about the latest trends in the telecom industry Got an idea of the SME sector business structure Tele Marketing Learnt the art of sales pitch Learnt about telephone etiquette Got an idea of how to communicate to a business client Learnt about how to influence a potential customer and close a deal Traveling with FOS Got an idea about the basic level sales and client handling operations of a telecom company Got practical experience of face to face business negotiations Learnt about how to keep business relationship with clients Channel Partner visits Learnt about the sales distribution of a telecom company in the B2B sector Got an idea of the operations of a channel partner Learnt about how company and channel partner operations are integrated SME client visits Got a feel of the Kolkata SME companies Became aware of the client expectations from a telecom service provider Got an idea of the clients perception of Vodafone and its products services Learnt about how to professionally handle clients and responsibly execute tasks Market Mapping Exploration of the Kolkata business areas and identification of prospective clients

Deception in Acts One and Two of Much Ado about Nothing :: essays research papers

Everyone of the main characters is affected by deception in some ay through out the play. Characters make plans to deceive other the other characters in the book. Two of the main deceptions are planned in the first two acts of the play. Some plans to deceive are done in order to help people or to hurt people. The first of the two main deceptions is planned in Act 2, scene 2. Don John and Borachio are planning to deceive Claudio and Leonato?s daughter, Hero. They decide that they will stop their marriage by framing Hero as being unfaithful to Claudio on the eve of their wedding. Borachio makes most of the plans to of deception and to stop the marriage, he says, ?Go you to the Prince your brother, spare not to tell him, that he hath wronged his honour in marrying the renowned Claudio, whose estimation do you mightily hold up, to a contaminated stale, such as one Hero.? They then go onto plan to bring Claudio to see ?Hero? with Borachio, however they will have disguised Hero?s waiting Gentlewoman Margaret as Hero. This deception carries on affecting people throughout the course of the play. The second of the two main plans of deception is planned in Act 2 scene 3, in part. Claudio, Leonato and Don Pedro are talking, in hearing distance of Benedick, of Beatrice. They all know that Benedick is there and have decided to deceive him into thinking that Beatrice is in love with him. They do this as they know that both Benedick and Beatrice have underlying feelings for each other. To deceive Benedick, they talk about Beatrice in such an understanding way of her character, that he truly believes what they say, ?Hero thinks surely she will die, for she says she will die if he love her not, and she will die ere she make her love known, and she will die to if he woo her, rather than she will bate one breath of her accustomed crossness.

Identity in The Count of Monte Cristo :: Monte Cristo

Identity in The Count of Monte Cristo An identity is more than just a name. Sometimes an identity is the first thing and possible the only thing a person notices about one or the other. A person's identity can represent their culture, their race and sometimes, even possible their family background. My identity is what represents me. For those who does not know me personally but knows my name, knows my identity. This identity is what people will recognize me as for now and possible for ever. When people create different identities, it may be to distort reality. People may create identities to fulfill fantasies or just to impersonate others(in other words, distorting reality). Everyone has done it whether it was from acting in a skit or creating a false photo identification card or just giving someone a fake name. All of those above are different ways of distorting reality and different ways of changing an identity. "The Count of Monte Cristo" is a book which contains few characters but many identities. Edmond Dantes if not the main character, than one of the main characters kind of has a reality dysfunctional problem. In the book, Edmond Dantes creates various identities to fulfill his missions(fantasies). One of the few characters that Edmond Dantes transformed into was Sinbad the Sailor. At the beginning of the book, while Edmond was still Edmond Dantes, he work and pursued his career on a ship. The guy at which he worked for soon became in debt because his shipping business was going out of business. Edmond Dantes payed off this shipping guys debt under the name as Sinbad the Sailor. Edmond accomplished this mission under a different name so his former boss wouldn't know that Edmond Dantes was really the bill savior that Sinbad the Sailor has became. Edmond Dantes changed his identity to pursue, perhaps a fantasy. Edmond wanted to give back to those who gave to him. He changed his identity for the better. He changed it to help out instead of to destroy. Edmond Dantes also took on the identity as a Priest. I would say Edmond miss used the power of a priest because he used his power and the trust of others within him and gather information out of individuals. Most people have trust for priest and Edmond Dantes knew this as he accomplished the transformation from himself to the priest. Identity in The Count of Monte Cristo :: Monte Cristo Identity in The Count of Monte Cristo An identity is more than just a name. Sometimes an identity is the first thing and possible the only thing a person notices about one or the other. A person's identity can represent their culture, their race and sometimes, even possible their family background. My identity is what represents me. For those who does not know me personally but knows my name, knows my identity. This identity is what people will recognize me as for now and possible for ever. When people create different identities, it may be to distort reality. People may create identities to fulfill fantasies or just to impersonate others(in other words, distorting reality). Everyone has done it whether it was from acting in a skit or creating a false photo identification card or just giving someone a fake name. All of those above are different ways of distorting reality and different ways of changing an identity. "The Count of Monte Cristo" is a book which contains few characters but many identities. Edmond Dantes if not the main character, than one of the main characters kind of has a reality dysfunctional problem. In the book, Edmond Dantes creates various identities to fulfill his missions(fantasies). One of the few characters that Edmond Dantes transformed into was Sinbad the Sailor. At the beginning of the book, while Edmond was still Edmond Dantes, he work and pursued his career on a ship. The guy at which he worked for soon became in debt because his shipping business was going out of business. Edmond Dantes payed off this shipping guys debt under the name as Sinbad the Sailor. Edmond accomplished this mission under a different name so his former boss wouldn't know that Edmond Dantes was really the bill savior that Sinbad the Sailor has became. Edmond Dantes changed his identity to pursue, perhaps a fantasy. Edmond wanted to give back to those who gave to him. He changed his identity for the better. He changed it to help out instead of to destroy. Edmond Dantes also took on the identity as a Priest. I would say Edmond miss used the power of a priest because he used his power and the trust of others within him and gather information out of individuals. Most people have trust for priest and Edmond Dantes knew this as he accomplished the transformation from himself to the priest.

A Visual Approach to Programming :: Essays Papers

A Visual Approach to Programming In 1984, researchers at Hiroshima University started developing the layout for what would be called visual programming languages. Currently, many programmers use textual languages, which make the user produce text (one-dimensional) which is translated into one long stream of information. The goal for visual languages was to "...bridge the chasm between high level programming and the human level" (Levialdi). The researchers wanted to create languages that could display data and programs two dimensionally and have the graphical interface look much like what would soon be a web page (McIntyre). These languages are designed to be simpler while being able to construct more complicated programs than its predecessors. Some critics of visual languages state that so far no visual languages have been standardized or utilized to serve more general purposes. Some programmers believe "...most visual languages that have been used outside the research community have been targeted to very specific domains" (Citrin, para.1). Most visual languages are in fact used for specific purposes in the development industry. As compared to spoken or written languages, visual computer languages are extremely new. Spoken languages have been around for thousands of years, while visual computer languages are not even twenty years old. However, there are some upcoming conferences being devoted to developing standards for the next generation of visual computing environments. Even though these computer languages are relatively new, companies still decide to utilize them. IBM created a visual language called OpenDX, which is "...designed to allow users to visualize both observed and simulated data...and developers to quick ly create programs along with interactive controls" (Thompson). Although this software is not meant for a wide audience, the visual programming community is already making usable visual languages and just needs time to grow and progress to further the reach of the language. The other major criticism of using visual languages was from the advanced programmers. Many said that it would be difficult to relearn different programming strategies two-dimensionally. While learning most programming techniques require hard work, using two-dimensional programs can work a lot better for the company or group of programmers as a whole. For many companies, the motto "time is money" is very accurate. Development time for programs is usually slim. An objective of visual programming environments is to help companies conserve money by cutting production time.

Malala yousafzai essay Essay

How does Malala Yousafzai adapt the features and functions of spoken language to achieve specific outcomes in different outcomes? On 12th July 2013 Malala Yousafzai gave her United Nations speech on her sixteenth birthday. Throughout the speech Yousafzai displays many paralinguistic and prosodic features associated with formal situations, for example she is standing on a rostrum in the center of the room facing the audience with a row behind and on the side of her, she is standing up straight which creates a sense of ceremony and officialism. Also she greets many people in the beginning of her speech while looking at them, making them feel special and with that she creates rapport with them. In the first part of the speech she addresses all those who have fought for education, peace, and equality, then, she announces all she wants to speak up for, like, children’s education, to be more specific, girls education, and gender division inequalities. The second and third sections she uses personal anecdotes that explain what has happened to herself and she references other campaigners for human rights. The final section includes her calling upon various institutions/nations/individual people to reject oppression and prejudice to gain freedom and equality. During the Jon Stewart show Yousafzai and stewart display many prosodic and paralinguistic features related to an informal situation, for example Yousafzai asks rhetorical questions and both of them use humour and a faster pace. During the show both yousafzai and stewart are sitting down facing each other and Stewart is leaning towards Yousafzai making him seem interested in what she is saying and with that he creates a rapport with her. Yousafzai uses many more fillers and backtracks a lot as it is not a rehearsed script and she is speaking a different language to her first. The Jon Stewart show starts on a serious note as they start their conversation with when she was targeted by the Taliban, to which she replies with an elongated answer which is effective because if it is broken up into other questions, each situation will seem less than it is, whereas if she includes it all in one answer it is overwhelming for the audience and hits them with more gravity than it would have. Jon Stewart is also affected by her answer that he shows through his body language, he rocks back as if to  get a better look at her and blows out very slowly which lead us to believe he is on awe of her, furthermore when he puts his hands over his mouth in shock. As the interview progresses Yousafzai uses long sentences to get her point across and once again overwhelms the audience but introduces humor on the middle of her answer by saying â€Å"Malala, just take a shoe and hit him† she is referring to what would happen if she saw a talib and he was going to kill her, this is humorous but also reminds us of her innocence and manipulates our emotions in her favor. Stewart uses humor to lighten the mood and end the interview on a positive note by asking, â€Å"You know†¦I know your father is backstage and he’s very proud of you, but would he be mad, if I adopted you?† this builds a strong rapport with Malala and encourages back channeling form the audience when he looks to them and laughs. Contrasting, in her U.N. speech Yousafzai structures her speech into four different sections, which I have mentioned in the introduction, she also starts off her speech stating things she wants to accomplish and what others can do to help here but the further she goes into her speech the more inclusive it becomes; she starts saying this is what we have to do, rather than isolating herself from the audience she now builds a relationship with them. She also repeats the phrase; â€Å"Dear brothers and sisters† this again builds a rapport with the audience, however, by the end of the speech she is saying â€Å"Dear sisters and brothers† therefore creating gender equality in her speech and challenging society’s structure of listing genders. For this speech Malala wished to establish herself not as a victim of violence, but as a champion against it, for example â€Å"†¦.it is an honor for me that today I am wearing a shawl of the late Benazir Bhutto.†This is a familiar reference to a female Pakistani leader, a champion of education, who was assassinated by terrorists. Furthermore, Benazir Bhutto had also spoken at the UN, and would have been known by many of those in the audience, thus creating a rapport with them. A similar summon of power appears later, in a tri colon: â€Å"This is the compassion that I have learned from Mohammed, the prophet of mercy, Jesus Christ, and Lord Buddha. This is the legacy of change I have inherited from Martin Luther King, Nelson Mandela, and Mohammed Ali Jinnah. This is the philosophy of non-violence  that I have learned from Gandhi, Bacha Khan and Mother Teresa† To speak in groupings of three is a classical technique, and as Malala delivers this roll-call, she summons the presence of those leaders, alive and dead, to stand behind her on the stage, this is also many familiar references for the audience and helps build a stronger rapport with them. Malala then drops the power level, as she summons the presence of two more individuals: â€Å"And this is the forgiveness that I have learned from my mother and father.† Mentioning her parents helps remind us she is still a little girl, doing her GCSE’s and not a world leader, it reminds us of her innocence and makes her speech even more powerful. This pattern of power-build followed by drop-back to humility reappears in the fourth paragraph. Malala uses the technique of climax, where numbers are grouped so that they climb in a sequence from small to large: â€Å"There are hundreds of human rights activists,†¦. thousands of people have been killed by terrorists and millions have been injured.† Hundreds. Thousands. Millions. This rise leads the audience to see an ever larger and more horrifying amount. The next number we hear is one, she singles her self out therefore making her seem alone and isolated and by this manipulating our emotions in her favor. â€Å"I am just one of them. So here I stand, one girl amongst many.† This is anti-climax. Having built up an image of afflicted millions, Malala collapses it all back down, to just her, one child. Malala then uses contrast to make each point seem more powerful; â€Å"Dear sisters and brothers, we realize the importance of light when we see darkness. We realize the importance of our voice when we are silenced. In the same way, when we were in Swat, the north of Pakistan, we realized the importance of pens and books when we saw the guns.† Light and darkness. Voice and silence. These paired opposites are examples of contrast. Malala then uses this foundation to create an analogy: â€Å"we realized the importance of pens and books when we saw the guns. â€Å"The wise saying, ‘The pen is mightier than the sword’. It is true. The extremists are afraid of pens and books. The power of education frightens them.† Here, the well known commonplace â€Å"The pen is mightier than the sword† is used to move the argument to it’s next stage: Extremists are afraid of education. â€Å"They are afraid of women. The power of the voice of women frightens t hem. This is why  they killed 14 innocent students in the recent attack in Quetta. And that is why they kill female teachers. That is why they are blasting schools every day, because they are afraid of change and the equality that we will bring to our society.† Having earlier set the argument that extremists are afraid of education, Malala then builds that argument to demonstrate the link between women’s education and society, until she concludes her argument with an anecdote: â€Å"And I remember that there was a boy in our school who was asked by a journalist: ‘Why are the Taliban against education?’ He answered very simply by pointing to his book, he said: ‘A Talib doesn’t know what it written inside this book.’† The anecdote provides a dramatic punchline, but also hints that the illiterate are more likely to become Taliban. If Talibs can’t read, then the ultimate sword with which to win the war against the future Talib, is to teach the children to read. Referring to how the Taliban sought to silence and intimidate her, Malala uses antithesis to deliver the words: â€Å"†¦.weakness, fear, and hopelessness died. Strength, power and courage was born.† Strength, power and courage in the face of adversity are the key messages of Malala’s speech. In conclusion, Yousafzai manages to use a range of speaking tecniques to manipulate our emotions in her favour while still delivering her message making both dialogues powerful and effective. She uses body language to convey the formality and her emotions, her pace to add power and strength to her words and contrast to make each point seem more important and dominant than the last. She uses quotations and personal anecdotes to include us in her experience, repetition to make her point and morality to show her maturity and manipulate our emotions. Overall her speech is filled with strength, power and courage in the face of adversity.

Achievement Motivation Theory Analysis Essay

Every manager has a theory on how to motivate employees to perform his or her job. One of the oldest motivational methods is the Carrot and Stick method, which is a combination of rewards and punishments to bring about a desired behavior. Although this method of motivation can still be found in one form or the other in many organizations today, managers are learning new methods of motivating employees. This paper will analyze two different job positions the author has held, and how the theory of achievement motivation would and would not be applicable to those job positions. The author will also analyze the need to develop and create new theoretical models of motivation in today’s changing work environment. Theory of Achievement Motivation Atkinson’s Achievement Motivation Theory suggests that some individuals have a greater need for achievement and success than other individuals. Those individuals that have a high need to achieve and be successful will take on more difficult tasks than those individuals that are not highly motivated to succeed. The following two workplace scenarios will show how the theory of achievement can affect employees. Workplace Scenario One One workplace scenario that works well with the achievement motivation theory is the Wal-Mart organization. Employees of Wal-Mart are paid by the hour; however, individuals are able to increase his or her salary through yearly raises and quarterly bonuses as a direct result of his or her job performance and production level. The basis of this pay system depends on the motivation of its employees. Employees’ raise is based on a scale of one through 4. Employees that have consistently high production levels and provide excellent customer service will receive the maximum yearly raise. The quarterly bonus Wal-Mart offers its employees is determined by performance markers which include sales, customer satisfaction levels, inventory levels, and employee attendance. This type of work setting demonstrates achievement motivation theory clearly. Without the willingness to succeed average employees will not achieve the same monetary results as the harder working employees. Wal-Mart rewards employees for quality productivity, work ethics, and attendance. The combination of these factors is what motivates the employees in reaching the desired result for the organization. Workplace Scenario Two Another workplace scenario which demonstrates where the achievement theory does not work will is in the union; specifically the grocery stores that make us the United Food and Commercial Workers (UFCW). UFCW is a national union made up of â€Å"more than 1.3 million people working primarily in grocery and retail stores, and in the food processing and meat packing industries† (UFCW, 2012). Individuals that belong to this union have negotiated wages and benefits. The combination of contracted wages and benefits, and the union’s backing removes a large amount of achievement motivation. The union employees in a grocery store usually work independently; whereas, in Wal-Mart the culture is more of a team. Through the negotiated contracts between Dierbergs and the union, employees know the amount of pay or the amount he or she will receive for an annual raise, regardless of experience or work productivity levels. Union employees also know the amount of pay or raise will not change, therefore there is little motivation to increase productivity, or work at a higher level than a coworker. In the grocery store setting employees are paid the same amount if they check out an average of 20 customers an hour or 2 customers an hour. The Need for New Theoretical Models of Motivation Decades ago working conditions we not as good for most employees in the work force. Unions, such as the UFCW, were formed to insure workers received fair wages and their workplace was safe. Since then laws have been passed and organizations behave toward their employees much better. Many non-union organizations reward their employees for exceptional productivity and work ethics. The union worker’s motivation is greatly reduced, because there is no incentive to increase productivity or practice good work ethics outside of what the contract outlines. The workforce of today is increasingly diverse with differing needs and demands of the workforce of decades ago. Technology has changed the way organizations do business and where that business is conducted. Global companies and e-commerce organizations with highly knowledgeable employees are now common. Another influence on in the workforce today is organizational tasks and goals are increasingly organized around teams. Managing these diverse, knowledgeable employees can be challenging and have a profound influence on how organizations attempt to motivate employees. The need to understand the influences of obvious and hidden motives and perceived abilities on motivation is needed. (Steers, 2004) Also, an understanding of â€Å"how participation in groups have a powerful influence on motivation above and beyond what can be understood by focusing exclusively on individual-level effects† (The Road Ahead). Failure to meet the need for new motivational models will result in influencing how organizations attract, retain, and motivate employees. Without motivating this new type of workforce organizations may lose their profitability and will not stay competitive. Conclusion Individuals are motivated to work for various reasons; however, most work for financial stability. The challenge for managers is too continual finds ways to motivate employees to achieve organizational goals in a changing workforce. Today’s workforce has new challenges such as technology, globalization, and team efforts, which did not exist before. â€Å"What all types of achievement situations have in common is that the person has encountered a standard of excellence and has been energized by it, largely because he or she knows that the forthcoming performance will produce an emotionally meaningful evaluation of personal competence† (Reeve, 2009, p. 176). References Reeve, J. (2009). Understanding Motivation and Emotion (5th ed.). Hoboken, NJ: John Wiley & Sons. Steers, R. M. (2004). THE FUTURE OF WORK MOTIVATION THEORY. Retrieved from